Posted on: 15/07/2026

Thought Leadership

Recruitment in the public sector is changing. While application volumes are increasing, many organisations are still struggling to make appointments, retain new starters and address ongoing skills shortages. In this article, Chloe Herrmann explores why the recruitment challenge has shifted from attracting candidates to assessing capability, improving conversion and building long-term workforce resilience. She examines the impact of AI-assisted applications, early attrition, workforce planning and local government reorganisation, and explains why recruitment success now depends on what happens between application and appointment.

By Chloe Herrmann, Principal Consultant - Resourcing

If you work in public sector recruitment right now, you probably feel pulled in two directions. On one hand, after years of acute shortages, the labour market is starting to shift. Application volumes are rising again. In some cases, significantly.

But on the other hand, something doesn’t quite add up. Because while the volume is back, the outcomes often are not. More applications. Longer shortlists. And still no appointment. So, what is really going on?

More applications, different pressures

Over the past 12 months, many of us have seen a clear rise in applications, particularly for mid-level roles.

At face value, that should be good news. More candidates. Greater choice. Less reliance on agencies.

But in practice, it is creating a different kind of pressure.

A large proportion of applications are now supported by AI tools. CVs are more polished, more consistent and, increasingly, more similar. Many recruitment teams are describing a kind of “sameness” in applications that makes it harder to differentiate between candidates.

The result is slower shortlisting, more pressure on hiring managers, and a greater risk of making the wrong call based on well-presented but not necessarily well-matched applications.

We have not solved the recruitment challenge. We have simply moved it further along the process.

The leaking bucket is still very real

At the same time, retention pressures have not eased.

Early attrition remains high, with a growing number of organisations experiencing candidates who accept roles but never start, or leave within the first few months.

For public sector employers, this challenge is even more pronounced.

This creates what we often think of as a “leaking bucket”. We invest time and effort into attracting and appointing candidates, only to lose them early. And every early exit pulls recruitment teams straight back into delivery mode.

The impact is not just operational. It limits our ability to step back, plan ahead and focus on more strategic activity.

If we focus only on attraction, we are only solving half of the problem

Skills gaps have not gone anywhere

Even with higher application volumes, skills shortages remain a consistent theme, particularly in areas like social care and education.

We are seeing more applications, but not necessarily more appointable candidates. That is where the disconnect becomes clear. High volume does not automatically translate into high quality. And the result is something many teams will recognise. Roles re-advertised multiple times, processes that do not lead to appointment, and increasing frustration for both hiring managers and candidates.

The real challenge sits in the middle

Taken together, these trends point to a bigger shift.

The challenge is no longer just about attracting people into public sector roles. In many cases, we are doing that well.

The real challenge now sits in the middle of the recruitment journey.

How we assess capability. How we differentiate between candidates. How we convert interest into long-term commitment.

And how we do all of this in a way that is fair, efficient and sustainable?

Moving from volume to validation

If candidate behaviour is changing, our processes need to change too.

Where CVs become more standardised, they become less useful as a standalone assessment tool. They tell us less about how someone will actually perform in the role.

More organisations are starting to introduce task-based or scenario-based assessment earlier in the process. Not to catch candidates out, but to create a clearer picture of capability.

Done well, this can also improve candidate experience. Expectations are clearer, interactions are more meaningful, and candidates feel they are being assessed on what really matters.

Being more honest at the start

There is also something more fundamental to address.

Where early attrition is high, there is often a mismatch between expectation and reality.

In a competitive market, it can be tempting to present roles in the most attractive way possible. To focus on the positives and soften the challenges.

But the cost of that approach is increasingly clear.

Being more transparent in job adverts and at interview stage may feel uncomfortable, but it leads to better alignment and stronger long-term outcomes. Candidates who understand the reality of the role are far more likely to stay and succeed.

Thinking beyond the immediate vacancy

Alongside this, there is a need to think longer term.

Workforce planning and talent pooling are not new ideas, but they are becoming more important.

Understanding future skills gaps, building relationships with potential candidates and creating engaged talent pools gives organisations a much stronger starting point when roles do arise.

It also helps to break the cycle of repeat advertising and inconsistent outcomes.

A more uncertain backdrop

For many local authorities, there is also a wider backdrop to consider.

Local government reorganisation is starting to shape workforce sentiment and candidate perception, particularly at more senior levels. While the full impact is still emerging, it is already influencing how candidates think about stability, risk and opportunity.

In that environment, clear and honest communication becomes even more important.

Candidates are not just assessing the role. They are assessing the organisation’s direction and credibility.

A shift in mindset

There is no single solution to any of this. But there is a clear shift in where the focus needs to be.

From volume to quality.

From attraction to conversion.

From filling roles to building sustainable workforces.

Public sector recruitment has always operated in a complex environment, but that complexity is changing.

The organisations that adapt quickest will not necessarily be those with the biggest budgets. They will be the ones that are willing to challenge long-standing approaches and focus on what really drives successful hires.

And perhaps most importantly, they will recognise that recruitment does not end at offer.

That is where it really begins.